Top-level management plays a key role in business success. If managers at that level leave the company, their position must be filled in a timely manner, with a qualified candidate. In 2017, we introduced a global systematic succession management process, which obligates around 1,800 managers in executive positions to be involved in succession planning. The process helps these managers to decide who could serve as their direct successor and who has the mid-term potential to take on their role. When nominating potential candidates, our executives must make sure that they are aware of exactly which skills are necessary for their positions now and in the future. The process is supported by a digital platform.
This year the timing of the process was aligned with the start of the “Global Talent Pool” in order to allow for the identification and promotion of talents with an executive potential. Within 6 weeks Talent Management identified and presented 70 talents to be proposed for succession and concrete executive vacancies.
In 2018, 4,400 potential candidates (DT internal and external) were evaluated in special succession meetings (25 percent of which were female professionals). As a result of the process, 82 percent of positions have at least one interim and one immediate successor, which is 10 percent more than in 2017. Since 2018 executives have been informed directly for which positions they were nominated and what their further need for development looks like. Thanks to the new nomination guidelines and the feedback process, a number of diverse and highly qualified potential successors are available when the need arises and keep the company in motion. The accompanying process to fill open executive positions ensures that the succession plans are actually implemented. This, in turn, increases commitment and employee retention.